Customers often say no to change due to various barriers: usage issues with existing workflows; inability to see value compared to price; risk concerns about unproven innovations; tradition of "we've always done it this way"; and concerns about how changes may impact their image. To overcome these barriers, companies should take time to understand changes from the customer's perspective, integrate innovations into existing systems, demonstrate proven performance and value, offer trials to reduce risk, respect traditions while educating about benefits, and address image concerns through symbols or borrowing credibility from others. Patience and understanding customer perspectives are key to gaining acceptance for changes.

1. Why customers often say no!
Who looks forward to change?
Your customers and clients?

2. Drivers of confusion
Accelerating rates of economic change
Increasing levels of competition
Globalisation is pervasive

3. Drivers of confusion
Rapid technical change
Business models collapsing
Workforce diversity amplified

4. Drivers of confusion
Resource shortages
Society transitioning from industrial to
knowledge
Market turbulence increasing

5. Drivers of confusion
The rise and influence of special interest
groups
Market paradoxes – transparency and
complexity
Social and economic dividends at the
same time?

6. Customers “Erect” Barriers
To Slow Down Change
Usage
Value
Risk
Tradition
Image

7. Corporates often simply do not want to
commit
Expertise
Operations
Resources
Regulations
Market access

8. Usage barrier
They will say..
The new process / product is not compatible
with existing work flows, practices, systems,
procedures and habits.
The innovations will often require significant
changes to work practices.

9. Strategies for the usage barrier
We could…
Take a systems perspective, take the time to
examine how the process or product will
impact on the whole organisation.
Integrate - get to the original equipment
manufacturers to install / use before the
finished product gets to the consumer.

10. Value barrier
They will say….
I can’t see the “value” when I look at the “price”
compared with your claimed performance
The “seeing” often means intangibles as well as,
Dollars and cents

11. Strategies for the value barrier
We could…
Demonstrate the performance is
superior (the before and after chart)
Add further value (Non price)

12. Before and after

13. Risk barrier
They could say….
It’s too risky – who else has “it?” – I’m not
sure.
I need more time and information to make
a decision – I just don’t know.
I don’t want to be responsible for the
decision.

14. Strategies for the risk barrier
We could…
Conduct a trial.
Supply testimonials – who else (a third
party) often helps.
Package the “new” as a system – hide
the change in another system.

15. Tradition barrier
They could say…
We have always done it this way.
Why change, we are doing a good job?
Our systems and procedures are robust.
The greater the change, the higher the tradition
barriers and the greater the resistance. When a new
process or product is introduced, there is always
resistance to change.

16. Strategies for the tradition barrier
We could…
Try to understand and respect traditions
& that fear of change is real.
Educate.
Engage opinion leaders.

17. Image barrier
They could say…
What will people think?.
We have never done this before, we might confuse
our clients. Isn’t their job?
Barriers are readily thrown up when it comes to image.
Image barriers are traditionally built from social
taboos, from stigmas associated with new
products/services or from deep seated psychological
forces that may be aroused by innovation.

18. Strategies for the image barrier
We could…
Correct the image - change the
stereotype.
Create an image - symbols.
Borrow an image.

19. Stillness
Understand the drivers
Empathise with the indecision
Take your time
You are there for them, not to sell them
something